Titiwangsa Cultural Centre Project Management Report

Proposed Development of Cultural Center at Taman Tasik Titiwangsa
(Lot 142, Seksyen 87, Wilayah Persekutuan Kuala Lumpur)
Project Management (MGT60403 / ARC3612 / ARC3614)
Project: Documentation of a Medium-Sized Project
Lee Xiang Loon (0322090)
Tutor: Ar. Sateerah Hassan

table of
contents
Proposed Development of Cultural Center at
Taman Tasik Titiwangsa, Kuala Lumpur Table of Contents
Table of Contents 2
1.0 Introduction
1.1 About the Project 3
1.2 Client Information 4
1.2 Stakeholders Information 5
2.0 Site Introduction
2.1 About the Site 6
2.2 S.W.O.T. Analysis 7
2.3 P.E.S.T.L.E. Analysis 8
3.0 Design Suitability & Viability
3.1 Building Programme 9
3.2 Site Response & Programme Strategy 10
3.3 Diagrammatic Zoning & Schedule of Spaces 11
4.0 Project Procurement & Resource Planning
4.1 P.W.D. Form of Contract 203A With
Quantities (2007) 12
4.2 Cost Budgeting 13
5.0 Maintenance Strategy
5.1 Building & Site Maintenance 14
5.2 Programme Maintenance 14
6.0 Risk Analysis & Mitigation Strategy 15–16
7.0 Project Deliverables
7.1 Success Criteria 17
7.2 Work Breakdown Structure (WBS) 18
7.3 Gantt Chart 19
2

Taman Tasik Titiwangsa, Kuala Lumpur
Introduction
About the Project
3
A cultural center is a building space to participate in cultural
activities. These centres aim to promote culture among the people
of a community. It serves as a meeting point in the community
where people come together to strengthen various existing
traditions and cultural activities.
The Titiwangsa Cultural Center aims to promote culture among the
people as an extension of cultural activities into the site through
the existing lifestyles of users at Titiwangsa Lake through flexible
spaces and facilities that can adopt and adapt to the different
activities. Being able to view the Kuala Lumpur city skyline and the
mountains, this Center offers visitors a pleasant place to pause
during their day and after work hours and temporarily slow down
their minds in an accelerating urban condition.
The disperse situation of people seen at different locations around
the current Titiwangsa Lake will be congregated at this new form of
park, allowing visitors to enjoy the park and at the same time can
learn and gain the cultural importance.
cultural
center
1. Cultural Preservation of Titiwangsa Lake Gardens
To strengthen and promote cultural preservation through the
promotion of cultural awareness and an understanding of the
tradition and history of Titiwangsa and its people at both
individual and collective levels.
2. Promotion of Events and Activities
To promote programming events and activities which provide
opportunities for cultural enrichment of all students, residences,
workers and tourists through active participation.
3. Platform for Artists
To provide a venue and support to associations of artists and to
individuals involved in artistic and cultural activities including
performance art, concerts and exhibitions.
4. Volunteerism
To provide a supportive and welcoming environment for people
who will assist in the organisation of events and activities in
hope to build a partnership with neighbouring schools, civic
buildings and governmental bodies.
the
objectives

Introduction
Client Information
4
Vision
Developing Malaysia as a world class tourist and cultural destination by year 2020, as well as
building the national identity based on arts, culture and heritage.
Mission
To drive the tourism and culture sectors as the catalyst for a sustainable socioeconomic
growth, as well as to strengthen, conserve and preserve national arts, culture and heritage.
Objectives
1. To strengthen the arts, culture and heritage towards enhancing national unity based on
the National Cultural Policy;
2. To enhance the synergy and cooperation among the tourism and culture industry players
towards making Malaysia the preferred tourist and cultural destinations;
3. To strengthen the tourism and culture sectors towards empowering the nation's
economy;
4. To promote Malaysia's uniqueness in arts, culture and heritage as the main catalyst for
the growth in tourism and culture sectors; and
5. To develop knowledgeable, skilled, creative and innovative human capital in tourism and
culture sectors.
Ministry of Tourism and
Culture Malaysia (MoCAT)
the
client

the
stakeholders
Introduction
Stakeholders Information
5
Jabatan Kebudayaan & Kesenian Negara (JKKN)
The National Department for Culture and Arts aims to preserve
and promote Malaysian culture and arts by planning,
coordinating, implementing cultural and arts activities
throughout Malaysia.
Akademi Seni Budaya Dan Warisan Kebangsaan (ASWARA)
A premier institution of higher learning by providing learning
and teaching, research and academic publications and
professional advice in the fields in art, culture, and heritage.
AECOM
AECOM handles the River of Life project by delivering the river
master planning and beautification component of the project,
and has also provided a strategic framework for urban and
landscape design guidelines.
Istana Budaya
Istana Budaya is Malaysia's main venue for all types of theatre
including musical theatre, operetta, classical concert and opera
from local and international performances.
Direct Stakeholders (Internal Stakeholders)
Indirect Stakeholders (External Stakeholders) Positive Stakeholders
1. Students, teachers and staff from Sekolah Kebangsaan Jalan
Kuantan (1) and Sekolah Menengah Kebangsaan Seri Titiwangsa
2. Residents of Titiwangsa Lake Gardens
3. Daily joggers at Titiwangsa Lake Gardens
4. Avid beginner and professional photographers
5. Local performing artists and event organisers
6. Employees and volunteers
7. Tourists and travellers
Negative Stakeholders
1. Existing street vendors
2. Street vendors patrons
3. Bicycle rental owners
4. Environmental groups
Project
Architect
Quantity
Surveyor
Landscape
Architect
Mechanical &
Electrical Engineer
Civil & Structural
Engineer

6
Site Introduction
About the Site
Titiwangsa is located at the north of the Kuala Lumpur City Centre and Titiwangsa
Lake Gardens is a local district park which provides sports and recreational
activities. Due to urban growth, the Titiwangsa here have new buildings including
residential, commercial, transport and institutions. The lake serves as a relief to the
high density of development public housing not only within the area but,
community living throughout the city centre.
The proposed site, which is strategically located at the entrance of the Titiwangsa
Lake Gardens, is surrounded with residential at the north, schools on the west and
local cultural and arts buildings at the south. The current vacant space is being
used as a node for public gathering, market vendors and bicycle rentals. The
corner lot is of approximately 4,207 square metres and the proposed building
aims to strengthen and promote the culture and significance of Titiwangsa.

Site Introduction
S.W.O.T. Analysis
7
s w o t
analysis
Strength
1. Potential main entry points
due to the availability of
existing drop-off points and
proximity of free parking
spaces.
2. Located just at the edge of
Titiwangsa Lake, the site is
capable to draw in more
public users especially
joggers and cyclists.
3. Panoramic view of the lake
and mountains and sunrise.
4. The close proximity of site to
the lake creates a lake breeze
around the lake
surroundings.
Weakness
1. Heavy air and noise pollution
from the congested Jalan
Kuantan during peak hours as
the road serves as primary
access from the main
highway of Jalan Tun Razak
to the north.
2. Illegal vehicular parking on
the two-lane road of Jalan
Kuantan disrupts vehicular
circulation which causes the
traffic to rise.
Opportunity
1. The site is situated closely to
a future MRT station which
create a large influx of
people into the site as
visitors.
2. The site creates a potential
pit stop and gathering points
for parents to wait for their
children at the adjacent
school.
3. Dense vegetation at the
proposed site creates cool
outdoor environment and
provides adequate shade for
users accessing the proposed
building.
4. The site is located at the
entrance of Titiwangsa Lake
that provides an introduction
of the site to the visitors.
Threat
1. Vandalism of building
facilities due to irresponsible
people.
2. Snatch theft threats and drug
abuse as the site is situated
in a vast landscape with
improper security patrol.

8
Site Introduction
P.E.S.T.L.E. Analysis
Art and cultural production is influenced
greatly by the running political system and
cultural policy approach. The Malaysian
Government has always prioritised the
development of arts and culture and a few
examples can explain their decisions across
Kuala Lumpur including the Istana Budaya and
Cendana. As the Titiwangsa Cultural Center
will be funded and managed by the Ministry
of Tourism and Culture Malaysia (MoCAT),
political decisions are crucial whether arts and
culture is a priority for the Government –
either from the funding or in its low emphasis
on the Government’s agenda. Governmental
bodies have a vital role on cultural life of
Malaysia. Their encourage and support for art
and cultural attendance has positive impact on
the society.
Creative economy is one of the most rapidly
growing sectors in the world’s economy,
creating job opportunities, income and export
earnings through cultural products and
services in tickets in theatre performances and
concerts. Arts and culture are important to
become among Malaysia’s key exports, and
Malaysia is widely recognised as a leading
cultural destination. Malaysia’s cultural
economy is unique because it is enriched by
our diversity. Through the promotion of
culture in Titiwangsa Cultural Center, an
economic impact can be benefited through
active Malaysian Culture, similarly to Hallyu
Wave (Korean culture) and Bollywood. This
will in turn strengthen international networks
and can potentially accelerate the country’s
development.
The demographic structure of the Titiwangsa
community is an important issue influencing
the trends in cultural participation. The
cultural center offers variety opportunities for
target audience from high-income to middle-
income groups. The Center’s programmes
also aim to attract audiences such as children,
youth, immigrants, elderly and ethnic
minorities. These groups of people contribute
to the social life of Titiwangsa and Kuala
Lumpur with their rich cultural traditions and
artistic talents to represent the Malaysian
cultural identity.
Titiwangsa Cultural Center offers options for
free or low-cost promotion for performers,
artists, arts products and services. Giving
feedback is easy, sharing comments are
popular through social media with each other
about an ongoing event. Digital media
applications such as YouTube and Twitter
support art projects and access to the official
sites of the Center allows the guests to spend
less time on orienting and informing
themselves or purchasing an event ticket.
The Titiwangsa Cultural Centre brings an
environmental agenda into the design
planning and encourage the increase
awareness of the environment on the building
users. The building focuses on environmental
sustainable values, principles and practices in
operations which includes passive design
strategies, water reuse, landscaping, and
recycling of food waste and materials.
National Cultural Policy is implemented by the
Government to nurture and develop the arts
in the country. Building and programmes in
the building are restricted to serving only halal
food and beverages.
Political Economy Sociological
Technology Environmental Legal

9
Design Suitability & Viability
Building Programme
The proposed building programme is determined from the existing local park
culture of Titiwangsa Lake Gardens by analysing the different type of activities at
four different times of day. Seasonal park culture in which the activities are
conducted during seasonal periods is also analysed. These activities will be
considered in the proposed building to congregate the community of Titiwangsa
Lake Gardens.
The proposed Titiwangsa Cultural Center will provide flexible spaces and facilities
that can adopt and adapt to the different daily and seasonal activities including an
auditorium as an indoor and outdoor performing space, a reading space, an
exhibition space overlooking the neighbouring cultural landmarks and sufficient
rooftop terrace garden to capture the panoramic view of the lake.

10
Site Response & Programme Strategy
A site response analysis is carried out to understand how the programme in the
building is designed according to the context of Titiwangsa. The main programmes
of the building are oriented according to the views of the prominent cultural
landmarks and to the activities being carried out at the existing site.
The building programmes are color-coded and analysed to showcase how
strategies can be implemented to create flexible and adaptive spaces to suit the
change of daily and seasonal activities inside the building and the relationships
between the one space and another.

11
Diagrammatic Zoning & Schedule of Spaces
Prayer Room
Lobby
Lobby
Lobby
StaircaseStaircase
Staircase
Preparation
Room
Cafeteria
Retail Store
Washroom Washroom Washroom
Performing Space
Utility
Storeroom
Terrace
Terrace
StaircaseStaircase
Staircase
StaircaseStaircase
Staircase
Reading Space
Visitor’s Gallery
Staff
Residences
Office
Ground Floor Level First Floor Level Second Floor Level
Store
Space Gross Floor
Area (sqm)Ground Floor Level
Lobby 81
Staircase and Lifts 62
Corridor 200
Performing Space 163
Cafeteria 83
Preparation Room 36
Retail Store 35
Washrooms 36
Praying Rooms 25
Utility 19
Total GFA for GF : 740 sqm
Space Gross Floor
Area (sqm)First Floor Level
Corridor 162
Visitor’s Gallery 100
Reading Space 162
Terrace 98
Washrooms 36
Storeroom 20
Total GFA for 1F : 640 sqm
Space Gross Floor
Area (sqm)Second Floor Level
Corridor 187
Staff Residences 46
Office 49
Terrace 240
Washrooms 36
Total GFA for 2F : 620 sqm
Total GFA : 2,000 sqm

12
P.W.D. Form of Contract 203A With Quantities (2007)
The Public Works Department (P.W.D.) Form of Contract 203A is a
traditional form of building contract based on bills of quantities
produced for the use in the public sector or government projects in
both building and civil engineering contracts.
Advantages Disadvantages
The contractor has the
responsibility to complete the
work according to the requested
quantities referred to the
contract documents.
The important role to supervise
and administration the building
is not a Professional Architect
but a Superintending Officer.
The bills of quantities where the
project manager controls and
monitors the work through the
schedule of planning during
construction.
A contractor whose employment
is terminated will be blacklisted
from undertaking future
Government projects and there
is no provision for the contractor
determining his own
employment with the
Government.
The Contractor is allowed to
claim for extensions to the
contract period for various
circumstances deemed the
Governments risks, but generally
not for loss and expense as a
result of such.
The Government is entitled to
deduct such costs, expenses and
on-cost charges or any part of
any monies due to the
contractor or to recover it from
performance bond as a debt due
from the contractor.
p.w.d. form
of contract 203A
Project Procurement & Resource Planning

13
Estimation of Budget Costing
Total Gross Floor Area (GFA) x Estimated cost per sqf + 5% Contingency
= Total Construction Cost
Ground Floor + First Floor + Second Floor = 2,000 sqm
= 21,528 sqf
Basement Parking = 2,000 sqm
= 21,528 sqf
Total Gross Floor Area (GFA) = 21,528 + 21,528 sqf
= 43,056 sqf
Estimated cost per square feet = RM 200.00
Total Construction Cost = 43,056 x 200 + 5%
= RM 9,041,760
Total Construction Cost + 15% Consultant and Contribution Fees
= Total Gross Development Cost
Total Gross Development Cost = RM 9,041,760 + 15%
= RM 10,398,024
1. Human Resources
Human resources are required to form the project team and utilize different labour for construction works.
2. Software Resources
Utilisation of computer software including Adobe AutoCAD, Adobe Revit and Google Sketchup for the design process of the proposed
building.
3. Organisation Process Asset
Organisation process assets consist of the client’s and project architect’s policies, templates, standards and help data to guide team
members and consultants to ensure an efficiently performance in project process with better utilisation of time and monetary resources.
4. Transportation Resources
Transportation is required to transport and delivery of materials and labour.
5. Materials
Different types of materials needed for construction including steel, cement, sand and others.
6. Typical Plant & Equipment
Project Procurement & Resource Planning
cost
budgeting

Maintenance Strategy
Elements Frequency Strategy
Landscape Weekly Ensure the greenery surrounding the site is free
from loitering and rubbish. Setting a standard rules
and regulations boards at the appropriate
locations to bring awareness to users.
External Walls Yearly Paint the exterior walls with weather-resistant paint
for rain damage prevention and extra durability.
Glass Walls Monthly Ensure the cleanliness of external and interior glass
from water stains, dust and fingerprints.
Refuse Chamber Weekly Empty out refuse chambers on a weekly basis to
main cleanliness and prevent the spread of foul
odour to the neighbouring areas.
Drainage Twice a year Clear any clogged drains due to the accumulation
of debris and leaves at the perimeter of the
building.
Interior Flooring Yearly Replace cracked and stained flooring tiles with new
ones.
Mechanical and
Electrical Works
Yearly Inspect and replace or fix lightings, air-conditioners
and fans.
Washrooms Daily Supervision by janitors assigned to ensure the
cleanliness of toilets and the building.
Lifts Yearly Schedule annual inspections by specialists to
consult and ensure smooth operation of machines
and accessibility for users.
Piping Utilities Quarterly Regular inspection and repair works for piping
leakages due to corrosion.
14
Elements Frequency Strategy
Arts & Crafts
Products
Monthly Replenish with new stocks of local art and products
as souvenir merchandise for tourists and the
public.
Food Ingredients Daily Refill and stock the kitchen with daily produce by
bringing in supplies from the market for fresher
and healthier food.
Furniture Quarterly Inspect and replace or fix damaged furniture to
prevent unwanted injuries of users.
Office Supplies Once in two
months
Check and restock office inventory for
administrative purposes.
Reading Space Monthly Update shelves regularly with new book editions
and new magazine issues, and from donations
given by the public.
Visitor’s Gallery Yearly Rotate and change artworks and exhibits on
display for newer content and decrease the
exposure of vulnerable objects to hazards.
Fire Safety
Equipment
Monthly Regular inspection on fire safety equipment to
ensure life safety as the building is made from steel
structure.
Movable Wall
Partitions
Twice a year Routine inspection and repair works on operable
partitions to extend the life and keep it operating
smoothly.
Cleanliness Daily Ensure the basic cleanliness of the building
facilities is well taken care of by cleaners for a clean
and healthy environment.
programme
maintenance
building & site
maintenance

Risk Likelihood Severity Effect Mitigation Strategy Contingency Plan
Design Phase
Lack of acceptance of design
proposals by client and
stakeholders.
3/5 4/5 A disturbed designing process and
delay in project delivery.
Constant organisation of meetings
preceding designing process for
alternative design solutions.
Production of new design ideas and
drawings by the Architect to fulfil
client’s requirements.
Underestimation of design
budget.
3/5 4/5 Budget may be insufficient to carry
out designing tasks.
Limiting scope of design to necessary
minimum.
Allow cost contingencies to cover any
extra expenses that may be required.
Incorrect information, project
scope and guidelines from
client and authorities.
4/5 4/5 Verification of errors subject to
increase of cost and time due to
development of the next revision of
design.
Requesting client for extension of
time to complete a design due to
additional circumstances.
Hold discussions and meetings
among the Architect, consultants,
client and authorities to attain clear
understanding of project scope.
Delays and difficulties in
obtaining client and authority
approvals and permits.
3/5 3/5 Extension of project time frame and
disturbance in designing process due
to late design changes. Delay in
project delivery.
Regular follow-ups with client and
local authorities, and earlier diagnosis
of the situation in local authorities
offices and meetings.
Adapt and amend changes to the
designs according to the client and
authority’s requirements.
15
Construction Phase
Interruption of material supply
and damages.
2/5 2/5 Costs might be incurred by client and
delay in construction works.
Prepare the correct quantity of
materials and store them in good
condition.
Check materials before being
shipped to the site from
manufacturers.
Improper waste management
on construction site
3/5 4/5 Construction waste disposal at site
creates a bad reputation of
Titiwangsa Lake Gardens.
Assign site cleaning on regular basis
to maintain a good and clean
construction environment.
Consider any treatment cost for
construction wastes.
Extreme noise and vibration
during construction work.
3/5 3/5 Disruption of teaching and learning
in neighbouring schools and their
users.
Monitor and limit execution of works
that potentially creates loud noise
and vibration only during non-
schooling hours or holidays.
Request permits to work outside
standard construction hours and
ensure typical plant and equipment
used will be within maximum noise
levels specified.
User operations disrupted by
construction works through
road closures and access.
3/5 4/5 Traffic congestion and disruption of
Titiwangsa Lake Gardens users.
Establish strategy for pedestrian and
user movements, and traffic
circulation prior to start of works.
Construction works taking place at
non-peak hours for ease of traffic
flow and user movements.
Risk Analysis & Mitigation Strategy

Risk Likelihood Severity Effect Mitigation Strategy Contingency Plan
Building Operation & Maintenance Phase
Noise complaints from
neighbouring schools and
residences due to large
performances and concerts.
3/5 3/5 Create public nuisance and noise
pollution that will disrupt the peace
of the users in neighbouring
buildings.
Inform the possible affected users in
neighbouring buildings prior to the
organisation of big events and attain
their consent.
Conduct reliable estimate of
expected noise levels and reduce
them through the selection of
loudspeaker types.
Theft in building resources and
property and vandalism.
1/5 4/5 Fear and lost of important assets and
valuables, and destruction of public
property.
Provide sufficient security and all-
round patrolling of building, and
make sure goods are stored and kept
in secured rooms.
Liaise with law enforcement agencies
and police and conducts necessary
reports on theft and vandalism
incidents.
Unforeseen accidents and
mishaps during performing
events, activities and concerts.
2/5 4/5 Fear and trauma to affected victims
to attend in similar activities, and lost
of profit from events and activities.
Ensure activities are being carried out
in accordance to the health and
safety requirements and guidelines
that are being set by the building.
Event organisers hire trained safety
officers and volunteers as first-aiders
to prepare for unpredictable
incidents.
Building programmes fail to
attract a high volume of crowd
and user groups.
1/5 4/5 Inability to generate necessary profit
may result in investors and
stakeholders to lose interests which
does not contribute to creative
economy.
Plan a proper marketing strategy for
the long run and ensure the
execution of such strategies are
properly carried out.
Increase outreach by informing public
or external partners to accomplish
mission and strategic plan.
16
Risk Assessment Matrix
Likelihood of harm occurring Rare
1
Unlikely
2
Moderate
3
Likely
4
Almost Certain
5
Potential severity of harm Insignificant
1
Minor
2
Moderate
3
Major
4
Catastrophic
5
Risk Analysis & Mitigation Strategy

Project Deliverables
Success Criteria: Project Triple Constraints
17
Cost
Scope Time
Quality
The challenge of every construction project is to make it work and be
successful within the Triple Constraint; scope, cost and time. These
three elements of a project are known to work in tandem with one
another. The balancing of these three elements when fully understood
by a Project Manager will allow successfully planning, resourcing and
execution of the project.
Scope
• The scope of work and objectives are identified up front at the
beginning of the project planning by every team member so as to
give the project the best chance of success.
• The specific project requirements are clearly defined and understood
from the start to meet the project objectives.
• A scope management is done to ensure that every team member is
completing work and making sure no additional works are being
carried out other than in the charter.
• The Work Breakdown Structure (WBS) is set up to identify all work
that is needed to be performed.
Cost
• Titiwangsa Cultural Center has a finite budget, funded by the
Ministry of Tourism and Culture Malaysia (MoCAT) and the public to
encompass various resources, labour fees for contractors, risk
estimates and bills of quantities.
• The cost management includes cost estimating to develop an
approximate of cost of the resources needed to complete the
project, cost budgeting to allocate overall cost estimate, and cost
control to control changes to the project budget.
Time
• The amount of time required to produce the deliverable will be
directly related to the amount of requirements that are part of the
end result (scope) along with the amount of resources allocated to
the project (cost).
• In order to manage time, the PERT chart and Gantt Chart are
utilized to ensure the project is deliverable on time.
triple
constraints

Work Breakdown Structure
18
1.1 Project Proposal
1.1.1 Preparation of
project brief and objectives
by client
1.1.2 Approval of project
proposal by local council
1.1.3 Resource allocation
5.0 Contract
Implementation &
Management
Titiwangsa Cultural Center
2.3 Design Concept
2.3.1 Initial concept
proposal
2.3.2 Design compliance
with UBBL
2.4 Approval & Authority
2.4.1 Compliance with
planning control
local council requirements
2.4.3 Obtain client’s
approval
2.4.4 Submission for
planning approval
3.3 Approval & Authority
building plan approval
control
3.3.2 Obtain client’s
approval
3.3.3 Submission for
building plan approval
5.1 Construction
5.1.1 Advising the no. of
site staff required
5.1.2 Estimate cost &
duration of employment
5.1.3 Temporary works
5.1.4 Earthworks & setting
out
5.1.5 Ground works &
building works
5.1.6 Roadwork & drainage
5.1.7 Mechanical &
electrical
5.1.8 Landscape
6.1 Handling Over
6.1.1 Issuance Certificate of
Completion & Compliance
(CCC)
6.1.2 Issuance of As-Built
Drawings / O&M Manuals /
Warranty Certificates
6.1.3 Defect Liability Period
(DLP)
6.1.4 Issuance of Certificate of
Making Good Defects
(CMGD)
6.1.5 Preparation of Final
Accounts for the Contract
6.1.6 Issuance of Final
Certificate of Payment
2.1 Project Brief
2.1.1 Analyse project brief
2.1.2 Preliminary cost
estimation
3.1 Detailed Design
3.1.1 Architecture planning
3.1.2 Interior planning
3.1.3 Landscape planning
3.1.4 Structural integration
3.1.5 M&E integration
3.1.6 Cost extension &
breakdown
4.1 Detailed Drawings
4.1.1 Finalized detailed
drawings
4.1.2 Drawings compliance
with statutory & services
2.2 Site Analysis
2.2.1 Site investigation
2.2.2 Soil survey
2.2.3 Site accessibility
2.2.4 SWOT analysis 3.2 Work Schedule
3.2.1 Preparation of
project planning schedule
4.2 Costing
4.2.1 Preparation of Bill of
Quantities
5.2 Authority
5.2.1 Site inspection
4.3 Tender
4.3.1 Tender exercise
4.3.2 Tender evaluation
4.3.3 Tender award
4.3.4 Contract agreement
5.3 Coordination
5.3.1 Issuance Certificate
of Practical Completion
(CPC)
2.0 Schematic Design 3.0 Design Development 4.0 Contract
Documentation
6.0 Final Completion1.0 Inception
1.2 Land Acquisition
1.2.1 Land purchase
1.2.2 Land clearance &
non-encumbrance
certificate
1.2.3 Application of land
conversion
1.2.4 Registration &
transfer
1.2.5 Departmental
clearance for land use
1.3 Development Order
1.3.1 Obtain written
planning permission from
local council
1.3.2 Prepare
Development Proposal
Report (DPR)
1.3.3. Submission for
approval
1.3.4 Obtain infrastructure
plans
1.4 Project Team
1.4.1 Setting up project
team
1.4.2 Appoint and brief
Architect and consultants

Gantt Chart
19

Titiwangsa Cultural Centre Project Management Report

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